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Unwelcome sexual advances, requests for sexual favours, and other verbal or physical conduct of a sexual nature constitute sexual harassment when (1) submission to such conduct is made either explicitly or implicitly a term or condition of an individual's employment, (2) submission to or rejection of such conduct by an individual is used as the basis for employment decisions affecting such individual, or (3) such conduct has the purpose or effect of unreasonably interfering with an individual's work performance or creating an intimidating, hostile, or offensive working environment.

President Bill Clinton has had many opponents and enemies, most of whom come from the political right wing. Clinton supporters contend that these opponents, throughout the Clinton presidency, systematically have sought to undermine this president with the goal of bringing down his presidency and running him out of office; and that they have sought non‐electoral means to remove him from office, including Travelgate, the death of Deputy White House Counsel Vincent Foster, the Filegate controversy, and the Monica Lewinsky matter. This bibliography identifies these and other means by presenting citations about these individuals and organizations that have opposed Clinton. The bibliography is divided into five sections: General; “The conspiracy stream of conspiracy commerce”, a White House‐produced “report” presenting its view of a right‐wing conspiracy against the Clinton presidency; Funding; Conservative organizations; and Publishing/media. Many of the annotations note the links among these key players.

Purpose: To critically explore the implications of the August 2020, decision by Carleton University’s Institute for Criminology and Criminal Justice (ICCJ) to end to its intern program with the Ottawa police, the RCMP, Correctional Services Canada and Ottawa-Carleton Detention Centre starting in Fall 2021.

Findings: In contrast to the negative reaction of Kevin Haggerty to this decision, the authors offer a strong but qualified endorsement of the ICCJ’s move to put an end to its internship with coercive institutions. The ICCJ strategically mobilized discourses of anti-Blackness and inclusion in response to the murder of George Floyd and the individual and communitarian traumas of Black, First Nations and Metis and students colour in its program. The ICCJ did not, however, substantively engage with the ways that criminology, sociology and the university are complicit through the legitimation practices and processes of ideology, professionalization and research in the ‘violence work’ of the state. The critique, ethics and logical conclusion of abolitionism are obfuscated.

Methodology/Approach: The authors explicitly draw on the Black Radical Tradition, Neo-Marxism and radical neo-Weberianism to sketch research possibilities that resist the university as a space of violence work, both in criminology and in the professionalization of policing.

Originality/Value: The debate between the ICCJ and Kevin Haggerty is an important opportunity to critically analyze the limits of critical criminology and lacunae of a debate about abolitionism, anti-criminology and university-state nexus as a site for the production of ideological and hardware violence work. Grounded in the Black Radical Tradition, neo-Marxism and radical neo-Weberianism, the authors sketch a framework for a research agenda toward the abolition of criminology.

Organizational change in an evolving technological age is reconsidered here. Extant organization theory focuses largely on technologically‐induced transformation. This paper argues that this focus is inappropriate. With the proliferation of information technology in the workplace, change literature propounds a particular view of the organization: a lean, flat and networked organization. Reevaluating future change and future shock literature prediction, we establish a more realistic account of technology and the organization and question the accuracy of the “altered organization” expectation. In developing a conceptualization of a “limited reality of change,” we imply that predicted changes are not as clear cut as certain proponents would have us believe. Though there is a willingness throughout technology change literature to slip into the language of organizational transformation, this paper indicates that the reality of change is far more restrictive than has largely been previously acknowledged We conclude by proposing the coexistent organization as an alternative—arguing that hierarchical organizational forms can coexist with a networked organization—and discuss implications for organization change theory.

Following the mass closing of US schools during the COVID-19 pandemic of 2020, the authors noted an increase in discourse among literacy teachers and literacy coaches on social media platforms. Over a period of 9 months, the authors followed the interactions and work of social media scholars on the Twitter platform. In reflecting on Craig's (1995; Craig, Curtis, Kelly, Martindell, & Perez, 2020) illustrative pillars of knowledge communities and Brock's work on black cyberculture, we use narrative inquiry (Clandinin & Connelly, 2000; Connelly & Clandinin, 1990) to: (1) explore the elements of social media scholarship and (2) reflect on how active engagement in social media scholarship aids in the development of online knowledge communities that amplify and sustain the work of black womxn scholars.

This chapter presents a review of the state-of-the-art in the employee perspective on mergers and acquisitions (M&As). The authors’ aim is to enhance the understanding of the role of employees in M&As. This chapter contributes by presenting a synthesis of how the employee perspective has been studied by describing the methods, the context (industry and geographic location), and publication outlets. Furthermore, this chapter contributes by synthesizing the employee perspective literature into five distinct research streams: (1) employee reactions; (2) culture; (3) communication; (4) knowledge; and (5) speed. The authors reflect on the main findings of each stream and conclude by proposing future directions for research on the role of employees in M&As to (re)generate interest in the topic.

Drawing from the conservation of resources theory, this study aims to investigate the relationship between employees’ knowledge-sharing efforts and creative behaviors; particularly, it addresses how this relationship may be invigorated by three resources that operate at individual (passion for work), job (time sufficiency) and organizational (procedural justice) levels.

Quantitative data were collected through a survey administered to employees in a banking organization in Mozambique.

The usefulness of knowledge-sharing efforts for stimulating creative behavior is greater when employees feel passionate about work, have sufficient time to complete their job tasks and perceive that organizational decision-making is fair.

The results inform organizations about the circumstances in which the application of employees’ collective knowledge bases, derived from their peer interactions, to the generation of novel solutions for problem situations is more likely to materialize.

By detailing the interactive routes by which knowledge-sharing efforts and distinct resources (passion for work, time sufficiency and procedural justice) promote employee creative behavior, this study extends prior research that has focused on the direct influences of these resources on knowledge sharing and creative work outcomes. It pinpoints the circumstances in which intra-organizational knowledge exchange can generate the greatest value, in terms of enhancing creativity.

Middle and lower‐level managers play a significant role in the strategic management process, primarily in the execution stage. However, strategic diffusion – the extent to which a strategy is effectively executed and becomes an integral part of the organization – varies across organizations. This paper aims to examine the strategic diffusion process in two emerging economies, Mexico and Peru.

Parnell's strategic diffusion scale (SDS) was adopted for this study. Respondents also completed Cook and Wall's nine‐item organizational commitment instrument and a three‐item scale measuring satisfaction with firm performance. Surveys were translated into Spanish and completed by 218 Mexican and 270 Peruvian managers.

Strategic diffusion was linked to performance satisfaction among both Mexican and Peruvian managers. Overall, Mexican managers produced higher scores on the strategic diffusion scale (SDS) than did their Peruvian counterparts. The link between strategic diffusion and organizational commitment among middle and lower‐level managers remains unclear.

This study supports the strategic diffusion construct and the SDS. Three items in the scale were problematic in certain instances, however. The present study linked strategic diffusion to performance satisfaction in both Mexico and Peru. As expected, Mexican managers exhibited higher SDS scores than did their Peruvian counterparts. The link between strategic diffusion and organizational commitment was not strong, however. Additional research is needed in this area.

Middle and lower level managers in different countries have different views on the process of strategic diffusion. These distinctions are cause by a number of factors, including stages in the economic development cycle, organizational culture, and widely accepted management practices. Executives seeking to implement strategies should recognize the three key components of strategic diffusion – understanding, involvement, and commitment – and how they are influenced by national contexts.

There is a dearth of research assessing management behaviors in emerging nations. It is also important to learn more about processes associated with strategy execution in different organizations. This paper addresses both needs by assessing strategic diffusion in Mexico and Peru.